Why does it make sense to open strategy?
Open strategy has become a buzzword. Managed carefully, it helps in developing a shared purposeful vision for the organisation, in engaging strategically with new technologies, and in embracing opportunities offered by sustainability. Opening strategy encourages corporate decision-makers to rethink their authority over strategy. The Moomin business testifies for its value.
There is a strong case for open strategy. In line with societal demands for accountability and equity, many organisations claim that they are opening their strategy work. This means rendering strategy more transparent and including more actors in making it.
Including new actors in strategy work is expected to contribute to more informed decision-making and effective implementation. It can offer new insights and ideas, and it is often beneficial for corporate reputation. New actors can contribute to doing strategy with their different backgrounds, knowledge, and skills. Strategy can be opened in face-to-face encounters and in virtual spaces, within and beyond organisational boundaries.
However, existing research tells us that top corporate decision-makers often manage inclusion and transparency in line with their own interests. Open strategy can become a meaningless ritual if the included new actors have no influence over it.
There is a strong case for open strategy. In line with societal demands for accountability and equity, many organisations claim that they are opening their strategy work. This means rendering strategy more transparent and including more actors in making it.
Including new actors in strategy work is expected to contribute to more informed decision-making and effective implementation. It can offer new insights and ideas, and it is often beneficial for corporate reputation. New actors can contribute to doing strategy with their different backgrounds, knowledge, and skills. Strategy can be opened in face-to-face encounters and in virtual spaces, within and beyond organisational boundaries.
However, existing research tells us that top corporate decision-makers often manage inclusion and transparency in line with their own interests. Open strategy can become a meaningless ritual if the included new actors have no influence over it.
There is a strong case for open strategy. In line with societal demands for accountability and equity, many organisations claim that they are opening their strategy work. This means rendering strategy more transparent and including more actors in making it.
Including new actors in strategy work is expected to contribute to more informed decision-making and effective implementation. It can offer new insights and ideas, and it is often beneficial for corporate reputation. New actors can contribute to doing strategy with their different backgrounds, knowledge, and skills. Strategy can be opened in face-to-face encounters and in virtual spaces, within and beyond organisational boundaries.
However, existing research tells us that top corporate decision-makers often manage inclusion and transparency in line with their own interests. Open strategy can become a meaningless ritual if the included new actors have no influence over it.
There is a strong case for open strategy. In line with societal demands for accountability and equity, many organisations claim that they are opening their strategy work. This means rendering strategy more transparent and including more actors in making it.
Including new actors in strategy work is expected to contribute to more informed decision-making and effective implementation. It can offer new insights and ideas, and it is often beneficial for corporate reputation. New actors can contribute to doing strategy with their different backgrounds, knowledge, and skills. Strategy can be opened in face-to-face encounters and in virtual spaces, within and beyond organisational boundaries.
However, existing research tells us that top corporate decision-makers often manage inclusion and transparency in line with their own interests. Open strategy can become a meaningless ritual if the included new actors have no influence over it.
There is a strong case for open strategy. In line with societal demands for accountability and equity, many organisations claim that they are opening their strategy work. This means rendering strategy more transparent and including more actors in making it.
Including new actors in strategy work is expected to contribute to more informed decision-making and effective implementation. It can offer new insights and ideas, and it is often beneficial for corporate reputation. New actors can contribute to doing strategy with their different backgrounds, knowledge, and skills. Strategy can be opened in face-to-face encounters and in virtual spaces, within and beyond organisational boundaries.
However, existing research tells us that top corporate decision-makers often manage inclusion and transparency in line with their own interests. Open strategy can become a meaningless ritual if the included new actors have no influence over it.
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